Safe Futures A Plan for Program Improvement - Department of ...
Safe Futures A Plan for Program Improvement - Department of ...
Safe Futures A Plan for Program Improvement - Department of ...
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5th Quarter: Division Director, Social caseloads manageable. Caseloads will decrease<br />
Services Director, County Directors, County dramatically toward meeting CWLA standards.<br />
Supervisors<br />
5th Quarter Report: Incorporation <strong>of</strong> in<strong>for</strong>mation into the<br />
per<strong>for</strong>mance management plan to ensure focus on the<br />
mental health needs <strong>of</strong> child and family.<br />
ACCOMPLISHMENTS:<br />
1 st Quarter Report: Case managers job requirements have not been revised to ensure focus on mental health. At this time,<br />
preliminary data is being complied to accomplish this goal. The latest data available <strong>for</strong> caseload studies was taken over a twelvemonth<br />
average ending June 30, 2002. At that time the current caseload <strong>for</strong> staff in Child Protective Services was eighteen and in<br />
Placement was twenty-one. The rates did not reflect the impact <strong>of</strong> case distribution due to employee absence <strong>for</strong> extended sick leave or<br />
family leave. Additionally, the Georgia Office <strong>of</strong> the Child Advocate completed a detailed survey September 15,2002 with a 100%<br />
response from the 159 counties regarding caseloads, staffing and education/experience. The survey found that caseloads varied from<br />
19 to 30 depending on the size <strong>of</strong> the county with the average statewide being 25.36 per worker. This in<strong>for</strong>mation will assist in the<br />
process <strong>of</strong> gaining a true and accurate caseload accounting. Method <strong>for</strong> measuring accomplishments: Current IDS caseload<br />
accounting, survey completed by the Office <strong>of</strong> the Child Advocate and Social Services Series job descriptions. Completed job study<br />
analysis and functionality in current accounting system to provide accurate caseload numbers. Currently, the numbers available <strong>for</strong><br />
caseload count are based on allocated positions and average number <strong>of</strong> cases <strong>for</strong> a specific period. Actions to be taken next quarter: 1.<br />
A job study analysis will be completed. 2. Functionality in the computer system will be addressed to determine if more accurate<br />
caseload accounting is possible. The start date <strong>for</strong> this goal is January 2003. Thus the preliminary work accomplished is reasonable.<br />
2 nd Quarter Report: The latest data available <strong>for</strong> caseload studies was taken over a twelve-month average ending June 30, 2002. At<br />
that time the current caseload <strong>for</strong> staff in Child Protective Services was eighteen and in Placement was twenty-one. The rates did not<br />
reflect the impact <strong>of</strong> case distribution due to employee absence <strong>for</strong> extended sick leave or family leave. Additionally, the Georgia<br />
Office <strong>of</strong> the Child Advocate completed a detailed survey September 15,2002 with a 100% response from the 159 counties regarding<br />
caseloads, staffing and education/experience. The survey found that caseloads varied from 19 to 30 depending on the size <strong>of</strong> the<br />
county with the average statewide being 25.36 per worker. This in<strong>for</strong>mation will assist in the process <strong>of</strong> gaining a true and accurate<br />
caseload accounting.<br />
3 rd Quarter Report: Due to changes in staff and leadership <strong>for</strong> this action step, additional time is necessary to further evaluate the<br />
role <strong>of</strong> case managers in relation to the focus on the mental health needs <strong>of</strong> the child and family. It is evident that with a current<br />
average caseload <strong>of</strong> 25.36 per worker the ability to focus more intently in this area may be minimal. The Division with the support<br />
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<strong>Safe</strong> <strong>Futures</strong> – A <strong>Plan</strong> <strong>for</strong> <strong>Program</strong> <strong>Improvement</strong><br />
Georgia <strong>Department</strong> <strong>of</strong> Human Resources<br />
March, 2004 Quarter 5 – Work <strong>Plan</strong> O Page 11